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NEDBANK GROUP LTD- NED

23,873 -614 (-2.51%)

Mon 15 Oct, 15:05, Intraday delayed
Prices at least 15 minutes delayed. Source: JSE Ltd.
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1YR CONSENSUS FORECAST

SELL
HOLD-
HOLD
HOLD+
BUY
Wide
ANALYST COVERAGE
2018-10-05

buy

SELL HOLD BUY
0% 25% 75%
buy SELL: 0% HOLD: 25% BUY: 75%

DELAYED PRICE ( 15/10 15:05)

Sale 23,873
Buy 23,856
Sell 23,872
Move -614
% Move -2.51%
Volume 1,744,374
Value 415,805,664
Deals 9,147
Today's High 24,650
Today's Low 23,395
% From 52WK High -24.57% (31,650)
% From 52WK Low 16.79% (20,441)

CLOSING PRICE ( 12/10/2018)

Close 24,487
High 24,661
Low 23,950
Volume 2,512,635
Move 1 day 2.83%
Move 1 week -2.87%
Move 1 month -6.22%
Move MTD -7.47%
Move YTD -4.39%
Move 1 year 13.05%
Move 3 year 6.38%
Move 5 year 17.56%

GENERAL SHARE INFORMATION

QUICK FUNDAMENTALS

LAST 10 TRADES OF THE DAY

DATE PDT PRICE VOLUME
15/10 15:05AT23856473
15/10 15:05AT2387262
15/10 15:05AT2387359
15/10 15:04AT2386567
15/10 15:04AT2386465
15/10 15:04AT23878200
15/10 15:04AT23877350
15/10 15:04AT23874514
15/10 15:04AT2387495
15/10 15:04AT23873209

SHARE HISTORY

OVERVIEW - NEDBANK GROUP LTD

Nedbank's history traces back to the early 19th century with the establishment of the Cape of Good Hope Bank in 1831. Following successive branding and structural changes, from The Nederlandsche Bank voor Zuid-Africa to the Netherlands Bank of South Africa (NBSA), to Nedcor Group in the 1980s and in 2003 Nedbank Group was formed following the merger of Nedcor and BoE the year before. Today we are proud to be one of the most transformed banks in South Africa.

Nedbank Group is vision led and values driven. Our vision is to be Africa's most admired bank by all our stakeholders - our staff, clients, shareholders, regulators and the communities that we live in and this is driven by our values of Accountability, Integrity, Respect, Pushing beyond boundaries and being People-centred. Our growth is driven by delivering on our five strategic focus areas include:
  • Client-centred innovation is about developing solutions (products, services or processes) to address specific client needs, to create value for our clients or to enable a better overall client experience.
  • Grow our transactional banking franchise and increase the number of main-banked clients and volumes and as a result; transactional revenue and deposits, which consume less capital and are supportive of increasing our return on equity.
  • Optimise and invest to ensure that we invest sustainably in the franchise to unlock future growth opportunities, while managing our cost base by unlocking synergies and efficiencies.
  • Strategic portfolio tilt aims to manage our portfolio of businesses and products proactively to improve our risk and return profile and to identify financial services opportunities that maximise economic profit (EP) growth while maintaining a fortress balance sheet.
  • Pan-African banking network representing a client-focused, risk-mitigated, capital efficient growth lever for the medium to long term. In the Southern African Development Community (SADC) and East Africa we have increased our presence with an initial acquisition of 36,6% in Banco ?nico in Mozambique in 2014, increasing our network in SADC and East Africa to six countries. Together with our shareholding of approximately 20% Ecobank, a key player in West and Central Africa, we provide our clients with access to the largest pan-African banking network of 39 countries.